Well-meaning legislators across the globe continue to propose and pass laws that over complicate the ability for citizens to live and conduct business every day. Much of modern legislation focuses on changing behaviour vs. outcome; a prime example would be that of the former New York mayor wanting to ban the sale of large soft drinks in an attempt to reduce obesity. Contrary to popular belief and victim thinking, obesity is not due to large soft drinks or any particular food but rather personal choice – period. A more beneficial approach to the problem of obesity would be to make those who are obese pay more for health care according to their BMI index, this is moving from behaviour (how) to result (what). Warning: since the last statement will probably offend some, please read this first.
Most organizations fall into this same trap thinking that more initiatives, programs, process will improve results. This overcomplicates the business, teams become overwhelmed with busy work and results decline. The legislators (managers) push harder on enforcing their pet laws (programs) on how to do stuff, but it is like trying to push a wet rope uphill.
The good news is that it is very simple to determine how many initiatives are enough, to find the sweet spot or top of the inverted bell curve, ready for this . . . it is very profound: you get results! Therefore if your new initiative does not improve results – throw it away, put it on the stop doing list. Unfortunately, this does not usually happen, someone spent time and energy on that scheme and we don't want to hurt their feelings, do we?
If the obese are not getting thinner, your attempt at legislation didn't work, focus on the result and the individual will find a way to get there that best suits them.
Tell the people what to do and not how to do it and let them surprise you with their ingenuity; G.S. Patton.
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